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COPYRIGHT DEPOSIT. 



BANK DEPARTMENT SERIES -IV. 



The New Business 
Department 

Its Organization and Operation in a 
Modern Bank 




BY 



t; d. macgregor 



Author of "Pushing Your Business," "2000 Points for Financial Advertis 

ing," "Bank Advertising Plans," "The Book of Thrift," and 

"Bank and Trust Company Advertising" 




1917 

The Bankers Publishing Company 

New York 






Copyright 1917 
The Bankers Publishing Company 



MAR -2 1918 



©CI.A492458 



^^ ,. I 



CONTENTS 

Page 
Introduction . 3 

Chapter I. — The Purpose of a New Busi- 
ness Department 7 

Chapter II. — Sources of New Business 14 

Chapter III. — Relations With Other Depart- 
ments of the Bank 23 

Chapter IV. — Subdivisions of the Depart- 
ment 29 

Chapter V.— The Central Card File 33 . 

Chapter VI. — Handling the Accounts of 

Banks 41 

Chapter VII. — Getting "Leads" from In- 
quiries 50 

Chapter VIII.— A Follow-Up System 55 

Chapter IX. — New Business Ideas and Sug- 
gestions 64 



THE NEW BUSINESS 
DEPARTMENT 



INTRODUCTION 

THIS book was written several months 
ago, before the United States had 
entered the war. But notwithstanding the 
fact that we are now in a state of war, it 
still seems advisable for bankers to adver- 
tise and work for new business. In fact, 
there is greater need than ever before for 
the use of the most effective methods, and 
banks are being brought into closer touch 
with the public through the prominent 
part they are taking in the Government's 
war financing. Therefore perhaps there is 
an especial timeliness in the appearance 
of this book at this time. 

While many American banking insti- 
tutions make large profits from cor- 
porate re-organizations, bond issue par- 
ticipations, foreign financing and other 
large scale operations — business which 

[3] 



THE NEW BUSINESS DEPARTMENT 

comes to them without any advertising in 
the ordinary sense of the term — neverthe- 
less some of these same institutions appro- 
priate more than $100,000 a year for pub- 
hcity and other efforts to secure and take 
care of new business. One New York 
trust company has over fifty persons 
engaged in such work, and its Department 
of Pubhcity and New Business is as thor- 
oughly organized and systematized as any 
other department of the institution. 

Very few other banks in the country 
are large enough to have a department of 
this kind anywhere nearly as extensive as 
that maintained by the institution to which 
reference is made, but there are also few 
that cannot find much of interest and value 
to them in a consideration of the ways and 
means employed by financial institutions 
that make an organized effort to go after 
new business. Even a one-man-power 
department can learn something from a 
fifty-man-power organization. 

[4] 



THE NEW BUSINESS DEPARTMENT 

The important thing is to effect some 
kind of an organization and make system- 
atic rather than desultory or spasmodic 
efforts to develop present customers and 
get new ones. The underlying principles 
are the same whether your bank is a big 
one, a moderate-sized one, or a small one. 

For some of the ideas and illustrations 
in this volume the author is indebted to 
the following institutions : The Guaranty 
Trust Company of ISTew York; the Bank- 
ers Trust Company, New York; the 
United States Mortgage & Trust Co., 
New York; the First National Bank and 
the First Trust & Savings Co., Cleveland; 
and the Security Trust & Savings Bank, 
Los Angeles. He wishes to thank par- 
ticularly Fred W. Ellsworth, Secretary, 

and L. S. Critchell, Manager of the Pub- 
licity and New Business Department of 
the Guaranty Trust Company of New 
York, for their suggestions and coopera- 
tion. 

[5] 



THE NEW BUSINESS DEPARTMENT 

Taken with the author's four other 
books on bank advertising and thrift, this 
book places in the hands of the reader 
information representing the result of 
many years' experience and observation in 
this special field, and for that reason it 
ought to be helpful to anyone interested in 
developing the business of financial insti- 
tutions, especially in these war times when 
the highest efficiency is demanded in every 
line of effort. 

T. D. MacGregor. 
14 Wall Street, New York City. 
Oct. 1, 1917. 



l^>] 



CHAPTER I 

THE PURPOSE OF A NEW 
BUSINESS DEPARTMENT 

BEFORE taking up its work in detail, 
it is important to get a broad view of 
the aims and purposes of a bank's Depart- 
ment of New Business as a whole, and also 
to give some consideration to the qualifica- 
tions and duties of those who direct it. 

The primary purpose of such a De- 
partment is to maintain and promote the 
growth and prestige of the bank by every 
legitimate and approved method, and to 
assist in keeping up the esprit de corps, 
loyalty and efficiency of its working force, 
so that customers and the public may be 
better served and the good will of the 
institution steadily increased. 

A certain national bank in a small 
Southern city has deposits of over 

[7] 



THE NEW BUSINESS DEPARTMENT 

$10,000,000, which is unusually good for 
an institution in a town of that size and in 
that particular state. The reason given 
for the remarkable success of the institu- 
tion is the fact that its officers have made it 
a point to cultivate the personal acquaint- 
ance of all of its depositors. The bank is 
liberally supplied with officers. Probably 
it has more of them than many bank di- 
rectors or stockholders would consider 
necessary. Most of these officers have 
desks separated from the public lobby by 
only a low railing in which there are sev- 
eral convenient openings, so that the of- 
ficers can quickly pass out into the lobby 
to greet depositors as the occasion arises, 
which is as frequently as there is any pos- 
sible excuse for it. 

The result of this policy is that the 
bank is very popular in its communitj^, a 
popularity which is reflected in its large 
deposits and big volume of business. Of 
course, it would be impossible for very 

[8] 



THE NEW BUSINESS DEPARTMENT 

large banks to carry out this idea as far as 
their officers are concerned. Even if there 
were many officers, it would not be feasible 
for them to make the personal acquaint- 
ance of each one of thousands of deposi- 
tors. 

Right here is where the Department of 
Publicity and New Business comes in. 
Upon it rests the responsibility not only 
of reflecting the spirit and policy of the 
institution, but to it also falls the duty of 
looking after the intensive cultivation of 
its depositors and customers by methods to 
be explained in succeeding pages. 

An officer of a large bank, replying to 
another banker who asked reasons for the 
institution's growth, attributed the in- 
crease in business to the following factors : 

1. Natural increase in balances due 
to the expansion in the general business of 
the country. 

2. The securing of new accounts in 

[9] 



THE NEW BUSINESS DEPARTMENT 

large numbers because of (a) the charac- 
ter and personahty of the organization, 
(b) its reputation as a hve, up-to-date, 
progressive, safe and sound institution, 
and (c) the constructive character of its 
advertising and pubHcity work. 

One of the important features of the 
work of the Publicity and New Business 
Department of a bank is to carry on the 
"intensive cultivation" of present deposi- 
tors and customers. 

The origin of that expression is inter- 
esting. It has to do with the so-called 
"better farming" movement, and in prac- 
tice, it means the effort to get better re- 
sults from a comparatively small farm 
rather than to "skim over" a larger one. 

Experience and observation have 
proved conclusively that in the average 
bank a considerable percentage of possible 
business is lost after the prospective custo- 
mer has called upon an officer of the bank, 
because of lack of proper following up. 

[10] 



THE NEW BUSINESS DEPARTMENT 

A New Business Department should 
endeavor to prevent anything like that by 
careful follow-up methods. Some 'leads" 
may be worked upon for several years be- 
fore they are dropped or become depositors 
or customers of the institution. 

It is always a good plan to use the 
strongest lever possible. For example, a 
clerk or solicitor should not be sent to see 
a prospect when it is possible to have some 
mutual friend introduce him to an officer 
of the bank. But when there is no partic- 
ular "pull" of that nature, a representative 
who is tactful and of good judgment may 
be sent. 

A good deal of assistance is secured 
from present customers in the way of in- 
troductions and personal recommenda- 
tions, and when an account is secured in 
this way, the old customer should be given 
credit for it. 

To illustrate what is meant by "inten- 
sive cultivation" of present customers, here 

[11] 



THE NEW BUSINESS DEPARTMENT 

is an actual incident, showing how well it 
pays. A certain depositor's account had 
been dormant for some time. His balance 
was about $270. A representative of the 
bank called upon this man and found that 
he was the proprietor of a good business. 
The fact that he had a balance in this par- 
ticular bank had almost slipped his mem- 
ory. He said he would endeavor to revive 
the account and bring the balance up to a 
respectable figure. Several weeks passed 
without any change being recorded in this 
account on the bank's books. Then one of 
the officers got into touch with this man on 
the telephone and reminded him cour- 
teously of his promise to increase his 
deposit. Before the bank closed that day, 
he appeared with a deposit of $25,000. He 
was profuse in his apologies for not having 
come in sooner and thanked the officer for 
having shown a personal interest in his 
account. Ever since that time, the account 
has been a valuable one to the bank. 

[13] 



THE NEW BUSINESS DEPARTMENT 

Such incidents as this illustrate at once 
the method and value of the personal fol- 
lowing up which can be done by a bank's 
Department of Publicity and New Busi- 
ness. 



[131 



A 



CHAPTER II 

SOURCES OF NEW BUSINESS 
GOOD summary of the organization 



and methods of a typical Pubheity 
and New Business Department has been 
furnished by Glenn W. Bittel, formerly 
manager of the New Business Department 
of the First National Bank and the First 
Trust and Savings Company, Cleveland, 
Ohio. Its main features are reproduced 
in this chapter. 

Even though only the larger banks can 
afford to maintain thoroughly equipped 
Publicity and New Business Departments, 
it does not follow that the smaller banks 
cannot systematize their efforts and obtain 
much valuable business that is now non- 
existent or going to competitors. While 
this special department is a comparatively 
new venture in the banking business, it is 

[14] 



THE NEW BUSINESS DEPARTMENT 

quite evident that even the most conserva- 
tive are falling into the use of modern 
salesmanship plans in order to meet com- 
petition. 

The day is gone when the bank officer 
may sit behind his mahogany desk and 
await the offer of business. Today the 
bank statement that shows the largest in- 
crease in deposits and the most frequent 
increase in dividends is the one that carries 
in its list of officers and directors the names 
of wide-awake, aggressive business men, 
alive to the smallest opportunity for ''get- 
ting the business" for their bank. 

Does the expression ''new business" 
mean simply new names on the bank's 
books? Certainly not. There is no more 
fertile field for new business than right 
among present customers. It is a case of 
intensive farming. The banker, like the 
farmer, can no longer afford to scatter his 
seed broadcast and sit down to wait for the 
crop ; he must work for the maximum yield 

[ 15 ] 



THE NEW BUSINESS DEPARTMENT 

from the acreage under cultivation, and 
cannot spend too much time pulHng 
stumps on new land. 

A careful analysis of the systems used 
by the leading banks of the country shows 
that the sources from which and methods 
by which new business, in the larger sense, 
may be obtained are pretty sharply de- 
fined. They may be accurately and ef- 
fectively classified under the following 
general divisions : 

I. — Prospects from present patrons 

(a) Leads from the various depart- 
ments of the bank, (b) Affiliations of 
the directors and stockholders, and of 
the officers of various corporation ac- 
counts, (c) Affiliations of individual 
customers. (d) Analysis of checks 
passing through the clearance depart- 
ment. 

II. — Prospects from outside the bank 

(a) Card lists, tax lists, club lists, 

[16] 



THE NEW BUSINESS DEPARTMENT 

birth lists and numerous other special 
lists. (b) Distribution of novelties. 
(c) Inquiries from advertisements. , 

III. — Solicitation 

(a) By officers, directors and stock- 
holders, (b) By employees, (c) By 
paid solicitors, (d) By pleased patrons, 
(e) By circular letters. 

IV. — Special 

(a) Christmas savings clubs, vacation 
savings clubs and various savings and 
thrift clubs, (b) Premium campaigns, 
(c) Institutional savings clubs. 

V. — Accounts of banks 

(a) By special correspondents, (b) 
By the rendering of special service, (c) 
Regular representation at various 
group meetings and bankers' conven- 
tions, (d) Advertisements in banking 
journals. 

Chapters might be written about each 
of the points mentioned above, but the 

[ 17 ] 



THE NEW BUSINESS DEPARTMENT 

broad heading of ''solicitation" seems to 
cover the most fertile field, as well as the 
one least worked by the majority of banks. 
All solicitation work should, of course, be 
done in close cooperation with the credit 
department of the bank in order that none 
but the most desirable accounts may be so- 
licited, and strict adherence to this plan 
will save much embarrassment, confusion 
and inconvenience in all future dealings. 

The most desirable method of soliciting 
new business seems to be through the of- 
ficers, directors and stockholders, and an 
ideal plan is to organize the officers into 
several groups to analyze and solicit se- 
lected prospects in the various trades md 
professions. Perhaps the simplest and at 
the same time most effective method of es- 
tablishing proper divisions is to assign to 
each group of officers one distinct class of 
prospects, such as the following: Man- 
ufacturers, wholesale merchants and job- 
bers; retail merchants; professional men; 

[18] 



THE NEW BUSINESS DEPARTMENT 

and a special list of companies and indi- 
viduals not in the other groups, including 
contractors, builders, real estate agents, 
transportation companies, insurance com- 
panies, engineers and the like. This di- 
vision seems preferable to the rather mis- 
cellaneous grouping followed by some 
banks. 

When the plan is set in motion the of- 
ficers in charge of each division should look 
after the analysis and securing of new 
business in their ow^n fields, enlisting the 
aid of other officers when desirable. Every 
new company established in the city or 
vicinity would be solicited under the di- 
rection of officers in charge of the division 
to which the company belongs. 

This plan of organization would make 
some officer responsible for watching the 
business of every desirable business insti- 
tution in the city and vicinity. 

As for the actual solicitation of busi- 
ness under this grouping plan, an intensi- 

[19] 



THE NEW BUSINESS DEPARTMENT 

fied campaign in one trade at a time is a 
very effective method. This plan would 
permit the officers to study each trade and 
the individuals in the trade, continuously 
obtaining from those upon whom calls 
were made information that would be val- 
uable in soliciting others in the same trade. 
Before such a divisional plan is carried out 
the system should of course be thoroughly 
discussed and all details of operation de- 
termined in advance. 

Personal solicitation is highly impor- 
tant. Furthermore, if the officers of every 
bank would make it a point to make per- 
sonal calls upon every depositor in the 
commercial department at least once a 
year, the results would be astounding. 
Circular letters should be used to a very 
limited degree. Contests among em- 
ployees for the obtaining of accounts, 
based upon the award of suitable prizes, 
are very effective. 

In considering ways and means for ob- 

[20] 



THE NEW BUSINESS DEPARTMENT 

taining new business, there is one fact that 
stands out far above everything else, and 
that is that, no matter what efficient 
methods a bank employs, nor how much 
work, time and money are spent on new 
business and advertising development, 
much of it is being thrown away unless 
every single employee of the bank thor- 
oughly realizes the importance of showing 
uniform courtesy to each patron. 

A bank, perfect in all other respects, is 
imperfect for building business and show- 
ing substantial growth until its officers and 
tellers, who constitute the principal points 
of contact with the public, know the full 
meaning of courtesy and have the qualifi- 
cations to exercise it at all times. An 
officer or teller who is discourteous in one 
single instance will undo the painstaking 
and expensive effort of weeks and weeks 
on the part of the New Business Depart- 
ment, and will operate as a constant handi- 
cap on future work. It should be the f ore- 

[ 21 ] 



THE XE\Y BUSINESS DEPARTMENT 

most aim of every man in the bank, from 
the highest officer to the lowliest office boy, 
to make "service" more than simply the 
spoken or printed word. 

In the final analysis, there is the plain, 
indisputable fact that when a New Busi- 
ness Department is installed in a large 
bank, or where the officers of a smaller 
bank carry on new business work by estab- 
hshing a system for going after business 
systematically, worth-w^hile results can 
never be accomplished without the abso- 
lutely necessary, thorough cooperation on 
the part of every officer, department man- 
ager, teller, clerk and office boy in the or- 
ganization. 



[23] 



CHAPTER III 

RELATIONS WITH OTHER DE- 



PARTMENTS OF THE BANI 



A LL departments of the bank want to 
-^ increase their business. They are 
ready to put forth efforts to get new cus- 
tomers, but those efforts need to be wisely 
directed. So it becomes one of the func- 
tions of the Department of Publicity and 
New Business to guide the work along 
proper lines. It really acts as an interpre- 
ter x)r translator in helping the various 
departments to express themselves, to ex- 
plain to the public what they have to offer ; 
it likewise acts as a salesman in convincing 
prospective customers that the institution 
furnishes just what they need and could 
use to advantage. 

The situation, in a way, is analogous 
to that of a department store where the 

[33] 



THE NEW BUSINESS DEPARTMENT 

advertising manager makes it a point to 
keep in almost daily touch with all the 
departments in order to know what and 
when to advertise. The journalistic sense, 
or the ''nose for news/' also comes into 
play not only in picking out material for 
favorable news items but also in choosing 
the things to emphasize in the advertising. 
In its capacity as the official mouth- 
piece and interpreter, as it were, of all 
other departments of the bank, the De- 
partment of Publicity and New Business 
comes into close contact with all of them. 
There is scarcely a day that the manager 
does not have a conference with an officer 
or the manager of some department, — 
sometimes over the luncheon table, some- 
times at his own or the other man's desk. 
Constantly matters come up that are re- 
ferred to him by telephone. In a big bank 
there are few busier men than he. So it 
happens that of necessity he becomes an 
executive, and must delegate to others the 

[ 24 ] 



THE NEW BUSINESS DEPARTMENT 

actual work of writing advertisements, 
preparing press matter and looking after 
all the multifarious details of records and 
follow-ups. 

Some years ago, in explaining the 
functions of the then newly organized De- 
partment of New Business of the Bankers 
Trust Company, of New York, Mr. E. B. 
Wilson, President of Edwin Bird Wilson, 
Inc., who has charge of the advertising 
of that trust company, gave its employees 
the following suggestions: 

''The New Business Department was 
started with the idea of affording a definite 
channel for the efforts of officers and 
clerks of the Company to obtain new busi- 
ness for all departments. It is not in- 
tended that the New Business Department 
shall monopolize the efforts to get new 
business, but rather that it shall cooperate 
with other departments in their efforts, 
and by friendly suggestion and direction 

[25] 



THE NEW BUSINESS DEPARTMENT 

increase their efficiency. The department 
is to be a 'clearing house' for all depart- 
ments in the work of trying to obtain new 
customers for the Company. 

"It is the desire of the New Business 
Committee (officers of the company who 
act as advisers to the New Business De- 
partment) that every clerk be given the 
opportunity to offer suggestions for bring- 
ing new business to the Company. Such 
suggestions should not be offered in any 
haphazard way; however. 

"If you know personally someone 
whose business the company does not now 
have, and which you think would be desir- 
able for it to have, mention the matter to 
the manager of the New Business Depart- 
ment, and learn whether such business 
would really be acceptable to the company. 
If he is in doubt, he will confer with the 
New Business Committee and obtain their 
decision. 

"If the business suggested by you is 

[ 26 ] 



THE NEW BUSINESS DEPARTMENT 

considered worth going after, you will be 
asked to fill out one of the 'New Business 
Memos/ which have space for the follow- 
ing facts : 

Name of prospective customer 

Address 

Business 

Influential connections 

Prospective relationship with the Com- 
pany 

Present relationship with the Company 

Reference and introduction 

Best method of approach, and a space 
for the signature of the officer or 
clerk who files the 'prospect' 

"If the New Business Committee de- 
cides that the best way to approach your 
prospective customer is for you to inter- 
view him personally, you will be given an 
opportunity to do so, and letters will be 
written, officially signed, supporting your 
efforts. If on the other hand the Com- 
mittee decides that it would be better to 

[27] 



THE NEW BUSINESS DEPARTMENT 

handle the matter in some other wa;^, you 
will nevertheless be given proper credit 
for having initiated the effort to obtain the 
business. 

''It is the intention of the New Busi- 
ness Department that everj^ clerk who 
offers a suggestion which results in estab- 
lishing profitable new relationships for the 
Company shall receive official credit for 
such good work. Let no clerk hesitate to 
speak to the manager of the Department 
if he has in mind 'prospects' or 'leads' for 
new connections in any department. We 
are not looking simply for bank deposits, 
but are seeking appointment as trustee 
under wills and deeds of trust ; as registrar, 
as transfer agent, etc. In fact we want 
more business of every kind that the com- 
pany is qualified to do, and the employees 
can show their loyalty to the Company in 
no better way than by offering sugges- 
tions which will lead to increasing the 
volume of business all along the line," 

[28] 



CHAPTER lY 

SUBDIVISIONS OF THE 
DEPARTMENT 

T^HE machinery by which the manifold 
-■- objects of a typical Department of 
Publicity and New Business are accom- 
plished includes, in the main, one organi- 
zation for the preparation and placing of 
advertisements, the distribution of printed 
matter, and the dissemination of favorable 
news items or magazine articles indirectly 
advertising the bank; and a separate one 
for personal work in connection with the 
following up of prospective customers or 
cultivating present ones to the end that 
their relations with the institution shall 
be mutually profitable. 

On account of the similarity of their 
aims and the overlapping of their duties, 
these two organizations are under the 

[29] 



THE NEW BUSINESS DEPARTMENT 

same management. However, since the 
scope of the Department's activities is so 
broad and the natm^e of its work so im- 
portant, the manager does not depend 
upon his own judgment and experience 
alone, but is backed up by a Committee of 
Publicity and New Business, consisting of 
several of the senior officers of the insti- 
tution, with whom he has frequent meet- 
ings. 

The Advertising and Publicity division 
takes care of the preparation of all ad- 
vertisements, booklets, and circulars, and 
edits the monthly house organ for the em- 
ployees of the institution. 

The New Business Division watches all 
leads for new business, attends to the nec- 
essary soliciting and following up, an- 
alyzes accounts, and adjusts interest rates. 

There might be a further subdivision, 
as follows: 

A Publication and Service Division to 
[30] 



THE NEW BUSINESS DEPARTMENT 



Strictly ConfMeatial 



Officers' Daily BuUetin 



WEDNESDAY, AUGUST 9, 1916 ~ NO. 1188 



DEPOSITS TOMT $3,562,711.54 

DEPOSITS ONE YEAR AGO 2.955.805.25 

mOREASE OVER LAST TEAR 608,806.29 



EEW ACCOTJIITS 
yeme Intro duo ed "by 

First NatiotLfel Bank, Antwerp, H.Y. 

John Smith, City 

Jones Mfg. Co., City 



CIOSED, ACCOUITS 
Edward Brbma, leoriia, 1. J. 

Mrs. Annie Griswold. Someryille, Mass. 



HISOELIAirEOUS 

MacGregor Mfg. , Co. Quoted rates on a checking accotmt of^S.COO. 
and over, and tlie same amount on certificate of deposit for 
six monthsfJ.A. P. 8/7/16) 

Brayton E. Einne. He has advised that the estate of his -uncle is 
now heing settled up, and he expects to deposit ahont $10,000. 
witi us within the next few days. We have agreed to allow him 
2 5^ on this amount in an inactive checking account. (A. B. 8/6/16) 

Hew Booklet on Trust Functions . The Department of Bnhlioity and 
Hew Business has just issued a new booklet entitled "Trust Comi)- 
any Service." Copies mair he ohtained at the Manager's office. 



T.D.M. 


#10,000.60 


Own 


accord 


500*00 


Puh. 


Dept. 


2,500.00 

57.00 

250.00 



The Officers' Daily Bulletin 

In a large bank it may be desirable for the department to 
edit an "Officers' Daily Bulletin." This is a stenciled news 
sheet issued daily for the benefit of the officers exclusively. 
It shows the deposits reported at the opening of the business 
day, and also for the corresponding day of the previous year, 
showing the gain or loss; new accounts, by whom introduced, 
the opening balance; closed accounts, the closing balance, and 
the reason for closing; miscellaneous information of im- 
portance. 



[31] 



THE NEW BUSINESS DEPARTMENT 

edit a daily Officers' Bulletin and an In- 
ter-Department Reporter, to distribute 
the advertising literature, handle miscella- 
neous inquiries by correspondence or per- 
sonal interview, and render a general ser- 
vice in securing theatre or railroad tickets 
for officers of the bank and visiting bank- 
ers or others from out of town. 

A Legislative Division might study all 
bills, acts, decisions and Treasury Depart- 
ment regulations affecting the income tax, 
and prepare literature relating thereto. 
It can assist in solving the perplexing 
problems arising in connection with the 
returns to be made by individuals and cor- 
porations. This division would also watch 
all legislation relative to taxation, bank- 
ing, currency and kindred subjects, and 
prepare digests of such of these laws as 
might be of general interest to the public. 



[33] 



CHAPTER Y 

THE CENTRAL CARD FILE 

nPHE heart of the New Business branch 
-■- of the Department is a so-called 
''central file." This consists of a cabinet 
containing 7 x 10-inch cards ruled and 
printed on both sides. There is one card 
for each customer or depositor of the in- 
stitution. Provision is made for a very 
complete record of each account and the 
information is kept right up to date. One 
card can be used for a period of six years. 
The principal data, to be seen at a glance, 
are these: 

Name and address 
Business 
Introducer 

Former and other present banking 
connections 

[33] 



THE NEW BUSINESS DEPARTMENT 

Rate of interest paid on balances 

Cross references showing connection 
with other accounts in the bank 

Ratings by Dun, Bradstreet and the 
institution's own Credit Depart- 
ment 

The departments of the institution with 
which the depositor has done or is 
doing business 

The monthly average balance of the 
banking account, together with the 
rate of interest and the number of 
items; loans and advances, with the 
average balance and rate 

Quarterly statements of balance and 
rate in trust deposits and certificates 
of deposit 

In a large bank it requires the full 
time of several clerks to keep such a cen- 
tral file up to date, while studying it and 
working on leads that it suggests occupies 
the best efforts of several good men in 

[34] 



THE NEW BUSINESS DEPARTMENT 



NaxudAddmi 


Address changed to 


Date 


Until 
































{h>sme» 


btrodaced by Initial arrangeoeiits made by 


IVccinnt formerly kept at 


Other acct'snow kept at 


Interest Rate 


Remarks 


















RATINGS 

D.n Credit Dept. 


Bradstreet Card Investisated 


Customer has done or is doing business with the following departments: 


Banking M. 0. - 


Op.«d 




Foreign Dept. Banking 


Opened 




Tmst Dept. Corp. Tnistee 


Op.o<:d 


a.^ 


Bond 






loan-acceptances 






Bond Registration 






Wlection-&,rre8. 






Import LC. 






OearMces 






Deoost'T 






Travellers I. C. 






Safe-keeping 












fiillectioUs 






Personal Tmst 






Fifth Ave. Off. Bankine 






London Ofbce 






Miscel. Tmst 






loan 






Paris Office 






G. T. Co. Stockholder 






Safe-keenins 












Loan Dept. 






Gnar. Safe Deo. 












Certificate of Deposit 






Madison A«. Off. Banking 






Reorganiiation 












Loan 






Registration (As *»wi) 












Safekeeping 






Transfer (As A»nt) 












Guar. Safe Deo. 





































A Central File Card 

[35] 



THE NEW BUSINESS DEPARTMENT 

the New Business division. Its manifold 
uses are readily apparent. If a depositor's 
average balance shows up on the card per- 
sistently low he is due to receive a letter 
or a personal call from this department. 
The letter may be signed by an officer of 
the bank, but the chances are it is a form 
letter for such cases made and provided. 
To the casual reader, not familiar with the 
circumstances, some of these form letters 
sent to the owners of accounts repeatedly 
overdrawn or the balance of which is con- 
tinually below the minimum requirement, 
may seem rather curt, but experience has 
shown that it does not pay to be too 
"pussy-footed" in such cases, as there are 
always some persons willing to take ad- 
vantage of a bank in this matter, imposing 
upon its good nature in a way that makes 
their accounts not only absolutely worth- 
less to the bank, but even a detriment to it. 
But this is what might be called a neg- 
ative use of the central file. In itself it 

[36] 



THE NEW BUSINESS DEPARTMENT 

probably justifies whatever expense is con- 
nected with the maintenance of the file in 
that it cuts off a source of loss by eliminat- 
ing from the books accounts which re- 
peated efforts fail to put upon a profitable 
basis. There is a positive and construc- 
tive use for the central file, however, and 
that is as a means of revealing possibilities 
of getting more business from present 
customers. A glance at a depositor's card 
show^s the departments of the institution 
which he is not using and thus enables the 
Department of Publicity and New Busi- 
ness to follow him up in behalf of those 
departments. For example, if he is a 
client of the Bond Department but not of 
the Custody Department, the logical thing 
to do is to call his attention to the service 
offered in the safe-keeping of securities. 
If he is using the Trust Department but 
not the Banking Department, the ad- 
vantages of having a checking account 
ought to be pointed out to him, and so on 

[37] 



THE NEW BUSINESS DEPARTMENT 

all the way through. In other words, the 
central file provides the machinery for the 
most effective cultivation of present cus- 
tomers. 



Biok 


<r 


f] 


o 


For.lg. 


F\ 


!!,%'i- 


o 


'^ 


liT 


"^ 


^ 


^•'PJ^SM"- l*"*^^ 


TTl 


Nam. 


Business 


Butiness Address 


Rstine 


House Address 


Data 


Brnk 


TfMl 


te.f 


Mtg.. 


F«r.lp,- 


C>«;<>. 


?;!i- 


u» 


S2; 


§l{^ 


- 




IKTROOUCTIOK 


PUBLICITY 
OEPAHTMEMT 






















































BUSINESS-INTRODUCEO 
































Remarks 







































Another Form of Central File Card 

[Courtesy of the United States Mortgage & Trust Co., 
New York] 

In reference to the small inter-depart- 
ment card reproduced on the next page, 
E. G. Mc William, formerly manager of 
the Department of Publicity of the Secur- 
ity Trust & Savings Bank, Los Angeles, 
Cal., said: 

[38] 



THE NEW BUSINESS DEPARTMENT 

''We felt that so much money would 
be wasted by using general lists since 
those already interested in us in some de- 
partment were the best prospects for busi- 



^/'Imt K y ^AYlNSK 



g 


SAFE 

DEPOSIT 


COLLECTION 


TRUST 


SAVINGS 


COMMERCIAL 






ADDRESS 




SAFE 
DEPOSIT 


COLLECTION 


TRUST 


SAVINGS 


COMMERCIAL 




OPENED 














CLOSED 


























. SECURITY TPyST AND SAVINGS BANK 


Library Bursao H 210!* | 



A Smaller Form of Central File Card, Showing the Metal Clip 



ness in some other department, that we 
compiled upon cards a list of those doing 
business in oiu* Safe Deposit, Collection 
and Trust Departments, clipping off the 
tabs representing departments which the 

[ 39 ] 



THE NEW BUSINESS DEPARTMENT 

customer was not using and soliciting him 
for business in those departments. 

''Daily reports of both new and closed 
business from each department enable us 
to keep this list accurate and when a cus- 
tomer is secured for a department which 
he has not hitherto patronized, a metal clip 
is placed over that department on his card, 
which obviates the possibility of soliciting 
him again and at the same time shows what 
results are obtained. Another advantage 
we have found in leaving the tabs of the 
department patronized is that it shows us 
at a glance the proportion of our people 
patronizing each department." 



[40] 



CHAPTER VI 

HANDLING THE ACCOUNTS OF 
BANKS 



M 



OST banks in the United States have 
at least one bank account in New 
York City. Many of them have several 
correspondents in the metropolis. The 
competition among the New York banks 
to secure these out-of-town depositors is 
quite keen. In the case of banks with 
well organized New Business Depart- 
ments the principle of intensive cultivation 
is carried out in the conduct of outside 
campaigns just as it is in the work with 
present depositors. 

For instance, in one case a list of a 
thousand banks not already correspon- 
dents was picked out from the bankers' 
directory. They were all banks in towns 
with a population of 10,000 or over. It 

[41] 



THE NEW BUSINESS DEPARTMENT 

was decided ±o follow up these banks reg- 
ularly for a year or so, and watch results. 
A special effort was made to reach the 
directors of these institutions. It was 
thought that the best way to do this was to 
secure their residence address and send 
mail matter there rather than to the bank. 
In order to get the home addresses of these 
directors, requests were made of banks in 
the different communities to send a copy of 
the local telephone directory, and a special 
mailing list was made up from those books. 
The idea back of this feature of the cam- 
paign was that letters and advertising 
matter sent to the directors in care of the 
bank would not get as careful attention, 
if received at all, as if thej^ were delivered 
at the home. Undoubtedly there w^as an 
advantage in keeping these men steadily 
informed concerning the institution so that 
when the question of a change or addition 
in the New York accounts was brought up, 
they would be in a position to consider a 

[42] . 



THE NEW BUSINESS DEPARTMENT 

proposition from this institution intelli- 
gently and quite possibly vote in favor of 
it. It was also not overlooked that many 
of these bank directors were also directors 
of other larger corporations and therefore 
worth cultivating in order to secure their 
influence toward getting re-organization 
work and appointment as registrar and 
transfer agent for stocks and bonds. 

Some of the banks when asked for the 
local telephone directories wanted to know 
for what purpose they were to be used, 
fearing perhaps that the big New York 
institution was going after the deposits of 
local business men and capitalists. But 
they were re-assured when informed that 
such was not the case but that the object 
was rather to have local depositors use 
their local banks to as great an extent as 
possible, and that the effort of the New 
York institution was directed solely 
toward securing the New York business 
of the local banks. 

[43] 



THE NEW BUSINESS DEPARTMENT 

When the accounts of out-of-town 
banks are secured the work of the Depart- 
ment of Publicity and New Business in 
connection with them does not cease. It 
has only begun in most cases. Aside from 
the regular records of the Bookkeeping 
Department, additional information is re- 
corded by the Department of Publicity 
and New Business in the so-called ''Bank 
Relations" book. This is a large ledger 
made up of separable leaves, 18 x 11 
inches, each sheet being devoted to one of 
the banking institutions which does busi- 
ness with the bank. Most of the book con- 
sists of data concerning depositing institu- 
tions that are not borrowers. 

Once a week, somebody in the Credit 
Department computes the average balance 
of the accounts that do borrow to see how 
they are running, and whether or not the 
balance is up to the required 20 per cent, 
of the line of credit advanced. All new 

[44]- 



THE NEW BUSINESS DEPARTMENT 

loans are duly entered therein from time 
to time. 

The non-borrowing depositors are 
handled monthly as to average balances. 

The items on each page include these : 

Bank paper, or unsecured loans 

Secured loans 

Average balance 

Items per month 

Certificates of deposit 

Trust Department, custody of secur- 
ities 

Bond Department, purchases and 
sales 

Whenever an officer wants a special 
report on any bank account, it is supplied 
on a blank upon which space is provided 
for such information as this: 

Balance, average balance, certificate of 
deposit. Trust Department, Loan, For- 
eign, Bond, Transfer, Registration, Cou- 
pon, Collection Departments, and the 
branch offices. 

[45] 



THE NEW BUSINESS DEPARTMENT 

On the first day of every month there 
is prepared a complete list of all "bank" 
accounts opened during the previous 
month. This shows the name of each bank, 
its location, the opening balance and the 
total of opening balances for the month. 



Report on Account of 



_9i, 



Introduced by .. 
Conditions 



-Opened 

-Closed 



BANKING 
Average bal 



RELATIONS -ftUTH DEPAKTMENTS 

Items Rate Date investigated 



Certificate of Deposit 

Trust Corporate 

Individual ^— 

Custody- — 

Miscellaneoua . 

Loan — - 



Bond.-. 

Transfer 

Registration -; 

Fifth Ave. Office- 



_ Coupon 

Collection -._ 

London Office - 

REMARKS 



Customer's Report Form 

[46] 



THE NEW BUSINESS DEPARTMENT 

This report is submitted to a number of 
officers and to branch offices. 

Experience has proved the wisdom of 
careful analysis of bank accounts, espe- 
cially of all doubtful or unusually active 
ones. Such analysis provides the bank 
with the requisite information to enable it 
to prevent loss in the handling of accounts 
by bringing about an increase in balance, 
a reduction in foreign items, a lower in- 
terest rate, a direct charge, or as a last 
resort, the withdrawal of the account. 

A paragraph from a letter to deposit- 
ors whose accounts are desirable reads as 
follows : 

''By analyzing the accounts of our 
depositors we have found that some ac- 
counts are profitable and others are un- 
profitable. We are glad to say that the 
analysis shows that your account is a de- 
sirable one, that you maintain a balance 
sufficiently large to pay us for handling 

[47] 



THE NEW BUSINESS DEPARTMENT 

the details connected with your account 
and to allow us a little margin of profit." 

One institution sent to depositors 
whose accounts were not profitable a letter 
containing the following paragraphs: 

''We have just completed an analysis 
of the accounts of our depositors to de- 
termine which accounts are profitable for 
us to handle and which are unprofitable. 

''We regret to find that your balance 
has decreased to a point where it is not in 
itself profitable for us to handle, and we 
are writing you in all friendliness to ask 
if it will not be possible for you to increase 
your deposits so that our business rela- 
tionship may continue to be mutually prof- 
itable as well as pleasant. 

"If it is not convenient for you to in- 
crease your deposit, will you not at least 
do what you can to send new business to 
us? You may be able to influence the 
placing with us of much larger business 
than your own and in this w ay make your 

[48] 



THE NEW BUSINESS DEPARTMENT 

connection with this bank much more val- 
uable to us than the analysis of your ac- 
count indicates that it is at the present 
time." 

As illustrating the importance of sys- 
tematic attention to accounts as regards 
their value to the bank, it is of interest to 
consider the data furnished by one institu- 
tion in this connection, as follows: 

Unprofitable accounts investigated 
which have been placed on a profitable 
basis, 46. 

Balances of above increased from 
$17,707.33 to $78,924.23. 

Unprofitable accounts closed, 273. 

There was also a considerable saving 
by reduction of interest figured on aver- 
age balances. 

The period covered by the foregoing 
statistics was one year. 



[49] 



CHAPTER VII 

GETTING "LEADS" FROM 
INQUIRIES 

"OY subscribing to the special service 
-L' rendered by several agencies in fur- 
nishing prompt information concerning 
the progress of legislation in Congress 
affecting business and financial interests, 
as many large financial institutions do, 
the Department can get timely advice as 
to the passage of new laws, or the amend- 
ment of old ones. It is then in a position 
to go ahead and publish a digest of the 
law in booklet form. This is sent out, 
bearing the imprint of the institution, to 
lists of those who ought to be interested in 
that particular piece of legislation, it is 
mentioned in the newspaper and financial 
journal advertisements, and is added to 
the list of helpful publications which the 

[50] 



THE NEW BUSINESS DEPARTMENT 



bank has published from time to time. 
Such things are good will producers and to 
some extent furnish leads to be followed 
up for new business. For instance, per- 
sons who ask for a booklet on ''The Safe- 
keeping of Securities" are likely to be 
good prospects for the Custody Depart- 
ment or the Bond Department. The as- 
sumption is that they are owners of securi- 
ties and therefore at times in the market 
for new investments and possibly in need 
of some service in caring for their securi- 
ties. 

When any one calls in person or sends 
a messenger for a copy of a booklet, his 
name and address are taken and a nota- 
tion made as to the subject or service in 
which he is particularly interested. Such 
names, together with those of persons who 
write for advertised booklets, are turned 
over to the proper departments to be fol- 
lowed up if it is thought advisable. 

Sometimes,, especially in the case of di- 

[ 51 1 



THE NEW BUSINESS DEPARTMENT 

gests of new laws like the Federal Reserve 
Act, the Federal Income Tax Law, the 
War Tax Law, etc., the time element is 
important. There is always a great de- 
mand for the full text and clear interpre- 
tations of such statutes, and the bank that 
is out first with that kind of a booklet will 
have a ''scoop" on its competitors, as they 
say in the journalistic field. It so hap- 
pened that the full text of an important 
new piece of financial legislation a year 
or two ago was given out at Washington 
one Saturday afternoon. A New York 
Svmday newspaper printed it the next day. 
The publicity manager of a certain New- 
York trust company discovered it with 
a start as he sipped his Sundaj^ break- 
fast coffee. He knew that several banks 
would start Monday morning to get out 
booklets containing the law. He con- 
sidered that it was "a work of necessity 
and mercy" to get a day's start of them. 
So he called up his printer on the telephone 

[52] 



THE NEW BUSINESS DEPARTMENT 

and, by the promise of liberal overtime 
payments, was able to get a couple of com- 
positors to report at the shop that after- 
noon and set up the booklet so that proofs 
were on the Publicity Manager's desk for 
O. K. the first thing Monday morning. 

As indicating the wide variety of pub- 
lications put out by that trust company, 
the following list of advertising literature 

issued in one vear is of interest: 

•/ 

The monthly house organ 

The five ''call" statements 

Amortization 

The Federal Income Tax Law 

Income Tax record book 

The war tax 

Bank Acceptance booklet 

Trade Acceptance booklet 

Russia book 

United States Tariff Commission 

Discretionary and par lists 

United States Shipping Act 

Tax-exempt bond booklet 

[53] 



• THE NEW BUSINESS DEPARTMENT 

How Business with Foreign Countries 

is Financed 
New York Transfer Tax Law 
New York Secured Debts Tax Law 
Cuba book 
Helping investors 
Digest of the Bill of Lading Act 
Helping Your Bank to Grow 
Greater Prosperity Through Greater 

Foreign Trade 
Digest of Federal Reserve Act 
China book 

The Bank and the Newspaper 
Booklet of newspaper advertisements 
Argentine book 

Booklet on the Federal Reserve Act 
Federal Estate Tax Law 

Early in 1917 a 24-page booklet on 
"War Loans and the United States" was 
published and more than 100,000 copies 
were distributed, one object being to con- 
vince the investing public that certain out- 
side loans of the Entente Allies are good 
investments. 

[54] 



CHAPTER yill 

A FOLLOW-UP SYSTEM 

A GOOD follow-up system may mean 
■^-^ the difference between success and 
failure for an advertising or new business 
campaign. The purpose of it is to compile 
lists and information concerning prospects 
and to keep after them sj^stematically by 
sending them advertising literature or by 
personal calls when possible and advisable. 

The backbone of the system is a card 
file plan flexible enough to contain cards 
of various colors for various classes of 
prospects, and so arranged that any given 
name can be quickly located to permit of a 
selection being made in preparing a mail- 
ing list for any particular campaign or 
other purpose. 

The following explanation of a typical 

[55] 



THE NEW BUSINESS DEPARTMENT 

follow-up system is based on one used by 
a large New York institution. 

l^Bw York City Follow-Ups — In- 
dividuals, Corporations or Firms — 
Two white cards, original and duplicate, 
the original to be filed in the Alphabetical 
File, known as Original File, and the du- 
plicate is filed according to date in the 
Follow-up File. 

OuT-or-TowN Individual, Corpora- 
tion OR Firm Follow-Up — Three sal- 
mon colored cards, original, duplicate and 
triplicate." The original is filed in the 
Original File, the duplicate in the Follow- 
up File and the triplicate in a file ar- 
ranged first by states and then by cities — 
State File. 

Bank Follow-Ups — Three blue 
cards, original, duplicate and triplicate. 
The original is filed in Original File, the 
duplicate in the Follow-up File, and the 
triplicate in the State File. 

[ 56 ] 



THE NEW BUSINESS DEPARTMENT 

Closed Account Follow - Ups — 
Three green cards. The original is filed 
in Original File, the duplicate in the Fol- 
io w-up File, and the triplicate in the State 
File. 

Small^ Oyerdeaft and Unprofit- 
able Account Follow-Ups^ — Use three 
yellow cards. The original is filed in the 
Original File, the duplicate in the Follow- 
up File, and the triplicate in the State 
File. 

Departmental Follow-Up — One 
brown follow-up card, which is filed in date 
file and bears same heading as that under 
which the accompanying correspondence 
or memorandum is filed. This is a ''tickler" 
card that comes up at a certain desired 
date as a reminder that the specified mat- 
ter needs attention on that date. 

A definite name is given to each cam- 
paign. The names to be followed up are 
selected and listed in whatever arrange- 

[57] 



THE NEW BUSINESS DEPARTMENT 

ment the campaign may require, with such 
information as may be deemed necessary, 
on sheets of paper of suitable size. Each 
time a letter, booklet or card is sent or any 
other action taken, complete instructions 
are prepared in typewritten memorandum 
form. As a matter of record and for ready 
reference, these instructions are filed by 
campaigns in a loose-leaf binder. 

Follow-up cards are used only when a 
''special follow-up" becomes necessary or 
the lead is to be stopped, as indicated by 
the replies received as a result of cam- 
paign letters. In either instance cards are 
prepared in accordance with the above 
plan, and the prospect's name is removed 
from the regular campaign list, suit- 
able notation being made thereon of the 
action taken. 

Cards for special follow-ups are 
marked with the name of the campaign 
and the words ''Special Follow-up." If 
subsequently it develops that special fol- 

[68] 



THE NEW BUSINESS DEPARTMENT 

low-up is not necessary, the name of the 
prospect may be placed upon the cam- 
paign list again and a notation made on 
the follow-up cards, which are then 
stopped. With the campaign name on the 
card, the proper campaign will be credited 
with such business as may result. 

The salient features of this plan of 
''follow-up" are that — 

By means of the colored cards it is pos- 
sible to ascertain at a glance to which class 
of follow-ups any name belongs. 

It is possible to ascertain without delay 
whether a name has ever been followed up, 
for, if so, even though the follow-up may 
have been stopped, a card with a complete 
history noted thereon, will be found in the 
original file, or the name will appear on 
a campaign sheet. 

By m^eans of the state file, all follow- 
ups in any particular state or city may be 
ascertained at a glance — a convenience for 
traveling representatives. 

[59] 



THE NEW BUSINESS DEPARTMENT 

In campaigns superfluous cards and 
extra work are eliminated by the use of 
the campaign sheets and memoranda of in- 
structions, as cards are used only in the 
event of ''special follow-up" being re- 
quired. 

Follow-ups are returned to the file 
clerk with the new date on the date card, 
previous dates are crossed off the cards in 
the state and original files, and a con- 
densed statement of action taken is written 
on all cards, the correspondence is filed 
alphabetically in the special follow-up file, 
and the cards are returned to their re- 
spective files. 

If the correspondence is not to be fol- 
lowed up, the card is marked ''Stop," with 
the letters "F," "U," or "N," indicating 
favorable, unfavorable or neutral, as the 
case may be. The cards are then filed in 
the state and original files, the triplicate 
being filed alphabetically in stop files. 
Cards in stop files are destroyed after one 

• [60] 



THE NEW BUSINESS DEPARTMENT 

year. Other cards are kept permanently. 

Stopped correspondence concerning 
present or previous depositors (individu- 
als, firms or banks) is sent to the general 
files of the campany, a note to that effect 
being made on the original file card. 
"Stop correspondence" pertaining to firms 
and individuals, not present or previous 
depositors, is filed alphabetically in the 
stop file of the department. 

''Stopped bank correspondence" per- 
taining to banks, not present or previous 
depositors, is filed in the general alpha- 
betical file of the department. 

On closed account follow-ups the corre- 
spondence is filed in the follow-up file, the 
''account report," showing the details of 
the account, being filed in a separate "New 
Business File." 

On small, overdraft and unprofitable 
account follow-ups the correspondence is 
filed in the follow-up file, the "Account 
Report," showing the details of the ac- 

[61] 



THE NEW BUSINESS DEPARTMENT 

count, being filed in a separate ''Account 
File." 

Departmental correspondence, corre- 
spondence originating in and pertaining 
only to the department, is sent to the file 
clerk, with the date on which it is to "come 
up." It is filed in the ''Memo Follow-up 
File," cross reference being made to any 
other material there may be in the files on 
the same subject. 

Special files may be used for the follow- 
ups for the different departments ; for ex- 
ample, transfer department follow-ups are 
filed, while being followed up, in a sep- 
arate folder, "Transfer Department" in 
regular follow-up file. When "stopped" 
they are arranged alphabetically in 
"Transfer Department Stop File." 

Campaign correspondence is filed 
under the campaign name alphabetically 
or by states, as is most convenient. 

This institution keeps a careful record 
of results of such follow-up efforts. The 

[62] 



THE NEW BUSINESS DEPARTMENT 

number of times individuals on the lists 
were followed up averaged five; banks, 
six; one individual had been followed up 
twenty-six times ; one bank, twenty times. 
Sending a call statement was counted as a 
"follow-up." In one year over $4,000,000 
initial deposits were received from follow- 
ups. 



[63] 



CHAPTER IX 

NEW BUSINESS IDEAS AND 
SUGGESTIONS 

Duties of Chief Clerk • 

The Department needs to have a chief 
clerk to supervise all the detail work, 
manage the clerical force, see that the in- 
structions of the manager are carried out, 
and in general to look after the smooth 
running of the machinery of the depart- 
ment. 

Weekly Reports 

Weekly reports ought to be made to 
the manager by the heads of the various 
divisions; this for a double purpose — to 
inform the manager as to the progress of 
work and to keep track of the time and 
money spent in the various efforts or on 
any particular piece of work, especially if 

[64] 



THE NEW BUSINESS DEPARTMENT 

it is done for some other department of the 
institution. 

The Departmental Meeting 

At frequent intervals meetings of all 
the members of the department might be 
held at which could be discussed matters of 
special interest in connection with the work 
of the department, among them such topics 
as the following: 

Business correspondence 

Booklets issued by the Department 

Improvement of the service 

Lines of advertising to be taken up 

Reports from the different divisions 

It is by means of the departmental 
meeting that the Publicity Manager is able 
to transmit to his staff his own ideas and 
those of the Publicity Committee of the 
officers. It is a clearing-house for ideas 
which may prove to be business-getters. 
The word ''may" is used advisedly, be- 

[65] 



THE NEW BUSINESS DEPARTMENT 





\J 


f 


ADVERTISING 




CONTRACT 


•Name 




Address 




Agent 




Agency 




Date 




Term 




Expires 




Size of Ad 




Price 




Insertions 




Made by 




Remarks 









Manila Envelope for Advertising Contract 



[66] 



THE NEW BUSINESS DEPARTMENT 

cause many ideas advanced do not stand 
the test of thorough discussion and trial, 
but they are advanced nevertheless because 
everybody is encouraged to make sugges- 
tions. 

The Publicity Committee 

The Publicity Manager can have a 
helpful cabinet in the Publicity Committee 
of officers, holding frequent meetings at 
which broader matters of advertising and 
new business policy are decided. When it 
is thought necessary or desirable, different 
officers or department heads could be in- 
vited to sit with the committee when mat- 
ters are to be discussed of which they have 
special knowledge. 

All important copy should be vised and 
O.K.d by this committee before the ad- 
vertisement is inserted in the newspapers 
or before the booklet is printed and issued. 

As would naturally be expected, this 
conference plan on ''copy" usually results 

[ 67 ] 



THE NEW BUSINESS DEPARTMENT 

in the production of creditable advertis- 
ing; not always, however. Sometimes the 
mountain labors and brings forth a mouse. 
In trying to please everybody the adver- 
tisement writer often pleases nobody. But 
the light thrown upon the problem from 
different angles is very helpful in clearing 
up obscurities and bringing out the 
strong points. 

Cross References 

Essential to the efficient handling of a 
customer's account is a thorough knowl- 
edge of the business he transacts with the 
various departments, and his relationship 
to the other customers of the institution. 
To obtain this information a new business 
clerk should visit in turn each department 
of the bank, personally searching the 
records and files and general correspond- 
ence. He also consults the various direc- 
tories, and, in the case of corporations, the 
various manuals. He must watch for 

[ 68 ] 



THE NEW BUSINESS DEPARTMENT 



leads which might link the account under 
investigation to other and perhaps more 
important customers. These relation- 
ships, or cross-references, are noted on the 



Guaranty Trust Company of New York 




Department of Publicity and New Business 

^^^^W^ 3 mO. 


/ 

The attached advertiaement wffl ^pear in the following periodicals: 


<&J^ ff/7 $^^/^ Yf/,,. U_, ?^ ^^^ 


The key nomber 
vfhich may be hi 


'"f^^i^i^^ ^i^ t„ 






"War Loans 

and the 

United States" 






The Story of War Raandbf and 
lU Bearisf on National Growth 






T TISTORY proves that the sacrifitea and 
1— 1 diseipUne of War have serred to in- 
4- A cr*»e thrift, create efficiency and de- 
telop resources. The financial reeort' of Ameri- 
can Wars is one of patriotism and vision. War 
obUfiaUons have been readily met and economic 
progress mada. 






For the first time in its history, the United 
States has now become a creditor nation, and 
by meeting the needs of other nations Is able to 
strengthen its own financial ^d commercial 
position; 






presented and its relaUoa to his own aSalra. 






How AnwricM Wm lUw ifre tore bM. fiwMrt 

t^ ot W.r lous in Urn coMtry ud ID Eoropal 

l»»<ui uorht by «i«ii«nc. Md thtopportaoltiM 

atilM "Wm b^ ^ U» Unltd 'sUtc- 
t-wd .»1 .«a opoc rtqs<i« by tb« 

Cnaranty Trust Company of New York 

140 Bfoadway 

FiM K-m^ Ol£c<. l_iM tma, 
5<lA~.t4MSl. at— WJSttC 






Capital and Suipliu t4«.eM.(mi 
Reioureo more than $500,000,000 





Bulletin to Keep Different Departments Informed of the 
Advertising 

[69] 



THE NEW BUSINESS DEPARTMENT 

back of a form under "Cross References." 
When the report is complete it not only- 
shows the value of the account individual- 
ly, but also its value when considered as 
one of a group of related accounts. 

A Monthly House Organ 

One of the duties of the New Business 
Department is editing the monthly house 
organ for the employees. While put out 
primarily to promote the interests of the 
employees, to inform them concerning the 
work of the various departments and in re- 
gard to general business conditions, the 
little magazine may also be used indirectly 
for advertising purposes. 

It is sent to a list of bankers and others 
who have voluntarily expressed a desire to 
receive it or who have answered affirma- 
tively a letter asking them if they wish to 
have their names placed on the mailing 
list to receive the magazine regularly. 
While there is absolutely no advertising 

[70] 



THE NEW BUSINESS DEPARTMENT 

matter in the publication, much that ap- 
pears in it has great advertising value be- 
cause of the very fact that it works in- 
directly to impress the reader with the 
strength and service of the bank. 

For example, seeing a group picture of 
thirty or forty uniformed inside messen- 
gers involuntarily brings up the thought 
that it must be a large and thoroughly 
organized institution that requires such a 
large number of active youths just to run 
errands within the bank. 

In editing the publication the purpose 
is to have it reflect the spirit of the institu- 
tion at the same time that it helps educate 
and stimulate the employees and interest 
the friends of the institution. 

Press Clippings 

The department should subscribe for 
the service of a press clipping bureau and 
make use of the clippings in several ways. 
Firstly, to check up on how extensively the 

[71] 



THE NEW BUSINESS DEPARTMENT 

publicity matter sent out is being used by 
the newspapers ; then, to get first-hand in- 
formation concerning the editorial attitude 
towards the institution and its officers, 
directors and policies; the clippings also 
provide good suggestions or material for 
advertisements, booklets or house organ 
articles; and last, but not least, they fre- 
quently furnish 'leads" for new business 
to be followed up. 

News Items 

There seems to be no end to the legiti- 
mate news or feature stories that may be 
written out of the daily work of a big bank 
and of smaller ones in proportion. First of 
all, there is the personal news concerning 
the officers and staff, interviews, speeches, 
articles, promotions, photographs, and so 
forth. Then there are changes and im- 
provements of quarters; new building; 
welfare work for employees ; new publica- 
tions issued; how collateral for a big 

[73] 



THE NEW BUSINESS DEPARTMENT 

foreign loan is handled; description of 
vault, etc. Besides that, there is frequent 
need of setting the bank right before the 
eyes of the public when some erroneous or 
misleading article or editorial has been 
published concerning it or some of its 
officers. 

When there is news of sufficient im- 
portance to give out, the city editors or 
financial editors of the various newspapers 
are requested by telephone to send their 
reporters at a certain time to meet the pub- 
licity manager or an officer of the institu- 
tion. Copies of an authorized statement 
are given to the reporters, and any ques- 
tions concerning the "story" are answered 
on the spot. Simultaneously the news tick- 
ers are notified and thus all of the ma- 
chinery for a lot of free publicity is put 
into motion. 

A Cut Scrapbook 

One .of the handy books for this de- 

[ 73 ] 



THE NEW BUSINESS DEPARTMENT 

partment is a scrapbook containing proofs 
of all cuts which have been made and used 
in some printing job, particularly in 
the house organ. The printer also has a 
similar scrapbook, and as soon as a new 
cut has been used for the first time, dupli- 
cate proofs are pulled and one is pasted in 
each book with the same number and de- 
scription or caption under corresponding 
cuts. Thus in making up copy it is only 
necessary to indicate the cuts by number 
and they can be quickly found by the 
printer and given the proper identifica- 
tion. 

Understudies 

In an institution large enough to war- 
rant it, the tasks of the department should 
be so systematized that at least two per- 
sons are familiar with the work of each 
desk. Thus there would always be an 
understudy in case of the absence of the 

[74] 



THE NEW BUSINESS DEPARTMENT 



^ A ^T^ Order for Change of Advertising Copy 

Guaranty Trust Company of NewYoiic 

Departmoit of Publicity and New Bosiness 
140 Broadway 

New York, . 



.191 



Gentlemen: 

We are enclosing copy for new advertisement. Please follow copy exactly 
and submit proofbefore publishing. When 0. K.'d you may insert as follows: 



Key 



Manager. 



Order for Change of Copy 

This form is used for ordering all advertisements for 
newspapers and magazines. The first square is used for 
the title of the advertisement; the second for the key 
number, if the ad has one; the third for the amount of 
space the ad will take; and the fourth, the date it is to 
appear. 

officer or clerk regularly in charge of that 
part of the work. 

Departmental Bookkeeper 

The departmental bookkeeper is an im- 
portant functionary. He keeps all the rec- 
ords of the department, not only as to ex- 
penditures, but also the "record of re- 

[75] 



THE NEW BUSINESS DEPARTMENT 

suits/' and it is from his records that the 
Department's annual report to the officers 
and directors is made. This report is a 
worth-while feature, inasmuch as a favor- 
able showing is sure to make it easier to 
have the necessary advertising appropria- 
tion authorized. 

The Advertising Agency 

Even with a completely organized De- 
partment of Publicity and NewBusiness, a 
bank should not dispense with the services 
of a good advertising agency, inasmuch 
as a good agent can always bring to the 
bank the valuable outside viewpoint. He 
can take care of many routine details and 
make valuable plan and copy suggestions. 
If he receives a commission from the maga- 
zines and newspapers, his service costs the 
bank nothing. But the advertising agen- 
cies that most banks are familiar with are 
those that operate on a service charge 
basis, the fee being paid by the bank. 

[ 76 ] 



THE NEW BUSINESS DEPARTMENT 



PUBUCATION 


/TOt\j/»u s\^/be:>\^ 


1914 


1915 


1916 


1917 


1918 


1919 


PUaUSHCR 


TELEPHONE 






ADDRESS 


MADE BY 








DATE 


EXPIRES 1 


INStRTIONS 


TERM 








TOT At COST 


SIZE or AD. 1 


COST PER INS. 


ASENCV 








AGENT 


CIRCULATION 


REMARKS 





Keeping Tabs on Contract Expirations 

When a contract envelope is made out there has to be some 
means of watching- the expiration date, so this form is used 
for the purpose. The various blanks are filled in and the 
card is filed alphabetically according: to the title of the publi- 
cation. 

Should the contract expire in June the contract would be 
brought to the attention of the proper person one month 
ahead, so all tabs with the exception of May will be clipped 
off and the year checked. In this way a clerk on the first of 
each month can run through a small 3x5 in. file and pick 
out the cards bearing the tab of the current month. He can 
then easily go to his contract file and get out all the necessary 
papers to take up the question of renewal. 



Meeting Advertising Solicitors 

Meeting the solicitors and representa- 
tives of various newspapers and other 
periodicals is one of the important duties 
of the Publicity Manager and his assist- 

[ 77 ] 



THE NEW BUSINESS DEPARTMENT 

ants. In many cases it is likewise a pleas- 
ure and a profitable experience. The open- 
minded advertising man is always able and 
willing to learn something from these men 
on the firing line of the advertising and 
publishing business. Moreover, even 
though in the vast majority of cases it is 
necessary to "turn down" the propositions 
presented, the tactful manager can do so in 
such a way that the solicitor will leave with 
a friendly feeling towards the institution. 
Indeed, one of the main objects of the 
department is to make friends, and it is 
one of its cardinal principles to go out of 
its way to please people who seek to do 
business with it, even when it is not pos- 
sible to grant their requests. 

Courtesies to Visitors 

Courtesy toward customers, visitors and 
the public generally ought to be the invari- 
able rule in the bank. It should be sincere 
and spontaneous. At the same time, it is 

[78] 



THE NEW BUSINESS DEPARTMENT 

realized that courtesy is an advertising as- 
set. So part of the advertising appro- 
priation might well go to pay for lunch- 
eons and theater tickets used in the enter- 
tainment of out-of-town bankers and other 
depositors, actual and prospective. 

The Department receives many letters 
and visitors from other banking institu- 
tions throughout the country seeking in- 
formation concerning its forms and meth- 
ods. Such correspondence and personal 
inquiries should always be welcomed and 
every facility placed at the disposal of 
visitors who are worthy of such considera- 
tion. An interchange of ideas is often 
helpful. 

One of the pleasant and profitable fea- 
tures of the work is showing visitors 
through the bank. Very frequently a de- 
positor will tell one of the officers he would 
like to be shown the inside workings of the 
bank; perhaps he has brought a friend 
with him, who also is anxious to see what 

[79] 



THE NEW BUSINESS DEPARTMENT 

goes on behind the scenes. Just as often 
out-of-town bankers come in with the 
same object in mind. Particular pains 
should be taken to make the exposition as 
thorough and interesting as possible, be- 
cause this is the source of much very valu- 
able word-of-mouth advertising which 
these visitors will do for the institution 
when they get back home. 



[80] 



APPENDIX 

NEW BUSINESS AND ANALYSIS OF 
ACCOUNTS^ 

By James B. Birmingham 

Of the National City Bank of New York 

TWO matters are of vital interest to all bank- 
ers — obtaining new business and keeping 
all business on a profitable basis. 
The basis of all solicitation of business should 
be satisfactory service. All other things being 
equal^ the bank that renders the greatest amount 
of good service will get the greatest amount of 
good business. It is^ of course^ understood that 
every bank^ before inviting business^ should pos- 
sess sufficient strength to eliminate any necessity 
of proving it. Its record must be good^ and its 
name one that does not recall any unpleasant 
memories. We can also take it for granted that the 
bank has a management which will attract^ rather 
than repel^ and that it is well equipped to take 
care of any business obtained. 

*This paper won the 1917 Cannon Prize given by New 
York Chapter, American Institute of Banking, for the best 
two thousand word paper on this subject. The judges of the 
contest were Fred W. Ellsworth, secretary Guaranty Trust 
Co. ; G. Edwin Gregory, vice-president National City Bank, 
and Harry E. Ward, vice-president Irving National Bank, 

[81] 



APPENDIX 

Probably the most important source of new 
business is the board of directors. There are sev- 
eral banks whose rapid success can be explained 
by looking over their list of directors. Second only 
to the influence of the directors should come that 
of the officers. In every live bank you will find 
the officers spending considerable time in new busi- 
ness efforts. 

The first essential in soliciting new business is 
to be sure that business solicited is really desirable. 
No sane bank would permit its "missionaries" to 
make a door-to-door canvass. Much embarrass- 
ment has been caused by soliciting business that is 
later rejected for some reason that could have been 
ascertained in advance. The safest plan is to in- 
vestigate thoroughly any company to be solicited 
and call on only such names as become '^Approved" 
prospects. 

Practically every city bank has one or more men 
directly engaged in getting new business. In the 
larger banks there are departments for this pur- 
pose. Men in this sort of work should possess 
certain definite qualifications^ which apply in a 
large degree to any good salesman. The man 
should be familiar with his subject. A certain 
knowledge of the detail work of his bank is ad* 
visable — necessary in soliciting accounts from 
banks — and a complete knowledge of all his bank's 
facilities for service is essential. The new busi- 

[ 83 ] 



APPENDIX 

ness man is the direct^ authorized representative 
of his bank. He should possess a certain amount 
of dignity — enough ta convince the "prospect" of 
the serious importance of the work. He should 
have unlimited tact^ perseverance and enthusiasm, 
and should not render himself tiresome or ob- 
noxious. 

Since it is obvious that personal work is the 
most satisfactory^, we will discuss that first. It is 
impossible to set down any hard and fast rules. 
Some few truths, however, are almost self evident. 
The new business man should reach the proper 
executive. He should convey the idea that he was 
particularly sent to see the prospect, especially if 
that be true. He should adapt the kind of talk to 
the personality of the man interviewed. He should 
get as well acquainted with the prospect as the 
latter will allow. He should present his argu- 
ments in concise form, and leave before he has 
worn out his welcome. He should save some am- 
munition for his second call. Since practically 
all business men have their banking arrangements 
well established it is inadvisable to try to rush 
matters. Haste is a hindrance, not a help. It is 
advisable in all cases where a good lead develops 
that a letter be sent by the bank in confirmation 
of the call, emphasizing any particular points that 
were developed and signed by any officer who hap- 
pens to be known by the prospect. The next call 

[ 83 ] 



APPENDIX 

should be made after a reasonable interval^ and 
the prospect should never be allowed to forget 
that the bank wants his account. Persistence pays. 
Correspondence can play an important part here. 
When a follow-up call is inadvisable at the moment^ 
some publication of the soliciting bank or a brief 
letter from the solicitor may have a better effect 
than a call. While one should emphasize any ex- 
clusive features of service possessed by his bank, 
yet this should not be done to the neglect of other 
facilities, even though the latter are customary fa- 
cilities which are found in other banks. No one 
should ever knock a competitor. You can say that 
your bank is strong, conservative, progressive, but 
you cannot say that another bank is unsafe, un- 
sound or speculative. 

Paying interest on commercial accounts is a per- 
nicious practice and should be discouraged. It 
leads into dangerous competition, with ever-increas- 
ing interest rates. Failing in the establishment 
of a fluctuating rate of interest on bank balances 
dependent upon the discount rate for prime com- 
mercial paper, a uniform rate, of, say 2 per cent., 
should be established for payment on all deposits 
by banks. No bank, no matter how great its desire 
for new business, should encourage any unsound 
tendencies by competing on an interest rate, and 
thereby literally buying business at times. 

In soliciting accounts by correspondence, the 

[84] 



APPENDIX 

same general ideas should be followed. Every let- 
ter sent should be a real letter^ not a form^ and 
should not be allowed to drift into routine phras- 
ing. Letters should be signed by the same officer 
throughout the correspondence. Timeliness should 
be considered. It would be foolish to solicit an 
account from a company at the height of its bor- 
rowings for the season. Follow-ups should be 
regular^ and^ naturally^ extreme care must be used 
in every letter sent. 

Pamphlets containing articles on subjects of 
universal interest^ such as the income tax law^ 
and especially if reprints of a speech made by an 
officer of the bank^ are an excellent aid to solicita- 
tion. They should be sent to all approved names, 
or at least to people in such lines of business as 
would be interested. House organs^ publications 
of a club of the banks employees^ can be used to 
great advantage^ especially when containing an ar- 
ticle or a description of something that will be 
of general interest to business men. Some banks 
publish monthly reviews of business conditions, 
which naturally have a great value. 

Time should be devoted to keeping in touch with 
all depositors at regular intervals, advising them 
of facilities for service at their disposal, watching 
and writing about both increased and decreased 
balances, and in every possible way convincing 
the depositors of the value of the connection and 

[86] 



APPENDIX 

of the bank's desire and ability to be of real serv- 
ice. It is essential that promises made to new 
depositors be fulfilled^ and that all depositors know 
of and have an opportunity to use every service 
the bank can offer. 

The value of advertising space in newspapers 
and financial papers is unquestioned. Few banks 
can get much publicity in newspapers or financial 
publications without buying space. While results 
are hard to trace definitely^ there is no doubt oi 
the value of systematic advertising. Anything 
which, in a dignified way, keeps the bank promi- 
nently and continuously before the business public 
is good business, 

A highly important and necessary work of every 
bank is the analysis of accounts. Cost accounting 
has been proved necessary in every line of busi- 
ness, but has been neglected by banks. Until ten 
years ago it was heard of only in isolated cases, 
and even to-day there are many banks, city as well 
as country, that have no idea what part of their 
profits is being eaten up in carrying unprofitable 
accounts. 

The Federal Reserve Bank of New York recog- 
nized this fact, and with its Circular No. 46, Au- 
gust 1, 1916, sent a short method for the analysis 
of accounts. Too much credit cannot be given 
them for this good work. There is comparatively 
little in print about methods of analyzing accounts, 

[86] 



APPENDIX 

and anything that will start our bankers working 
on this problem — and it is that — is to be heartily 
commended. 

It is impossible in any brief article to do more 
than outline the things to be accomplished. Any 
analysis gives only certain more or less definite 
figures that must be figured with other less tan- 
gible things to reach a conclusion. There is an 
element^ especially in country banks^ that should 
enter into the analysis^ and yet cannot be definitely 
classified. That is the good will of the depositor 
and his relation to and effect on other accounts^ 
both actual and potential. 

Too many banks figure the loss of interest on 
outstanding balances — checks in process of collec- 
tion — and guess at the overhead cost^ which^ after 
all^ is the greatest hidden source of loss. While 
it is true that any large percentage of deposits of 
checks on distant points can easily convert an ac- 
count with a credit balance into one whose balance 
is really on the other side of the ledger^ yet most 
banks look after this side of the analysis to the 
neglect of the overhead cost of doing business. 

Any careful analysis should include at least the 
earning power per dollar of net deposits^ the gen- 
eral expense per dollar of deposits and the cost 
of handling each item. 

The average ledger balance can, of course^ be 
readily obtained. Sheets should be kept for every 

[87] 



APPENDIX 

account showing the daily amount of all checks 
deposited^ not immediately collectible^ divided ac- 
cording to the length of time necessary to collect. 
From these figures can be obtained the daily total 
of outstanding checks. At the end of the month 
you deduct the average amount outstanding from 
the average daily balance. The result^ less legal 
reserve required^ is the loanable balance. The 
analysis also includes any interest paid on the 
balance^ and a record should be kept shov^^ing ex- 
change paid by the bank on checks deposited^ and 
exchange charged the depositor. 

By now we have ascertained the gross profit or 
loss on the account^ and this is as far as most 
banks go^ although some would also figure in the 
profits on foreign exchange or letters of credit. 

We must now apportion the expenses of the 
bank to those departments where they belong. 
The annual expenses are distributed according to 
the various kinds of business done by the bank. 
When the expenses that may be justly charged to 
depositors' accounts are figured they are still fur- 
ther divided according to the activity^ size and 
number^ of which^ naturally^ activity is most im- 
portant. 

When this is thoroughly done^ and I know of 
no better system than the one described in the 
circular of the Federal Reserve Bank of New York^ 
previously referred to, we can tell what it costs 

[88] 



APPENDIX 

to handle each item^ either deposited or paid^ what 
it costs for each account each month in proportion 
to balance_, and what it costs each month for each 
account. 

By then taking the total number of checks de- 
posited each month and the total number paid^ for 
that depositor^ the net profit or loss — and it is 
*'loss" entirely too often — can be correctly reached. 
Where it is desirable to go even farther^ the cost 
of the checks deposited can be figured according 
to the departments involved in handling them — 
whether clearing house items^ self checks^ non- 
member city items or transits. 

No analysis would be complete that did not take 
into consideration any special gratuitous services 
rendered the depositor. This would include^ for 
instance, credit reports furnished. 

A still further analysis is necessary where 
checks are sent to out-of-town correspondents for 
remittance. The monthly total of sendings, the 
collecting bank's exchange charges, and the loss of 
interest on outstanding items, are the main items 
to be figured. The collection charges paid and 
the interest loss are added, and from this is some- 
times deducted the exchange paid by the depositor, 
and always the net profit on the reciprocal balance 
carried by the collecting bank. The answer then 
gives you the result of your reciprocal arrange- 
ment with the collecting bank. 

[ 89 ] 



APPENDIX 

Too many banks are to-day doing much business 
at a loss. Their desire to increase their ledger 
totals leads them into the taking of new accounts 
that are unprofitable, although they may not ap- 
pear so until analyzed. New business work pays^ 
and an analysis department will pay more. Any 
bank starting such departments will never give 
them up while its stockholders expect dividends 

Solicit new business and analyze your accounts 
— and watch your bank grow in deposits and sur 
plus. 



APPLYING NEW BUSINESS METHODS TO 
THE COUNTRY BANK 

The Bank of New Richmond^ New Richmond^, 
Wis.^ is not a very large institution^ but it has a 
follow-up system which puts to shame the efforts 
of some city banks. Both sides of a prospect card 
used by this institution are reproduced on the 
following page. 

Cashier McCoy of this bank puts each name on 
a separate card and keeps the file in the top right- 
hand drawer of his office desk — and there is quite 
a complete record of each individual on the card. 
Besides his name and rural mail route there are 
facts concerning the size of his farm and his fam- 
ily^ even his religion^ politics and hobbies. By 
visits^ conversations, reading local news items and 

[90] 



APPENDIX 

in other ways^ the information is kept up to date^ 
and new cards are added from time to time. When 
a farmer drops in for a business chat the banker 
slyly fingers through his file till he picks out the 



Mailing Name and Rating 



Date 



190 



Address 

R. F. D. No.. 



ank ) 

ith ; 



with 



Occupation 



Name of Father 



Maiden Name of Mother 



Remarks 



Friends of 



Town 
.Co. 



, Wis, 

Ann'l Income 
$ 



Nauonality 



MAILING TO 



Mar 



Sing. 



Age 



Q 



N«une of Husband 



aiden Name of Wife 



Live 
Sec 



Age 



Favorite Tcpic 



Acct 
Ck 



Ctf 



Sav 



Ins 



Habits 



Cr 
A 



Age 



CAL. let.Irr. It 



titOO N T OF CREDI T | HONbb I IHHOMP T PAVlH^l^UtATla^ 



MABC.H r.cuwts MAWK«D "y ,t«u.^piicp»"^.;;. jf^^yg^Np py^y/tR? 



Childrem 




Age 


Children 




Age 


10 

~n 

13 














Owner of: 
Farm Acres 


Dollars 


Owe. 

First Mtff. Due 


Dollars 


( Impr. Acres ) 

Buildings 








— 


Chat Mt». 




14 

is" 


Horses 








Cows 




Other DebU 




Oth&r CatUe 








Machinery 




Property in Name of 




Dther Prop 















[91] 



APPENDIX 

right card and then with it lying before him on 
his desk^ out of the visitor's range of vision^ the 
banker astonishes the caller by asking him if son 
John is going back to the State Agricultural Col- 
lege this fall^ if Susie got entirely over the measles 
and how is the Ford tractor working? 

This is putting the personal touch in follow-up 
work, and it is the kind of thing that gets results. 



[02] 



INDEX 

Page 

Advertising agency, The 76 

Advertising solicitors 77 

Analysis of accounts 37, 45, 47, 81, 86 

Appendix 81 

Balances 44 

-Banks, accounts of 41, 42, 44 

Bookkeeper, departmental 75 

Booklets 53, 54 

Bulletin of advertising 69 

Central file, The 33, 34, 35, 38, 35) 

Clerk, chief 64 

Clippings, press 71 

Committee of Publicity and New Business 30, 67 

Conferences 24 

Contests 20 

Contracts, advertising 66, 77 

Copy, change of 75 

Cross references 68 

Daily bulletin, officers' 31 

Departmental meeting 65 

Departments, other 23, 24 

Digests of laws 50, 52 

Directors 42 

Employees 21, 22, 25, 26, 27, 28 

Expirations, contract 77 

Follow-up, importance of 10 

Follow-up system 55-63 

Growth, reasons for a bank's _. 9 

[9S] 



INDEX 

House organ 70, 85 

Inquiries 50, 51 

Intensive cultivation of depositors 10, 12, 15, 16 

Legislation 32 

Letters 36, 47, 48 

Lists 41 

Memos, new business 27 

New business and analysis of accounts 81 

New business methods, applying to the country bank 90 

News items . . . . ^ 72 

Officers 18, 19, 20 

Personal factor. The 8, 11, 15 

Prospects 16 

Publicity manager. The 24, 52, 67 

Purpose of new business department 7 

Reports, customers' 45, 46 

Reports, daily 40 

Reports, weekly 64 

Scrapbook, A cut 73 

Solicitation 17, 18, 82, 84 

Sources of new business 16 

Stockholders 18 

Subdivisions 29 

Understudies 74 

Visitors . . r 78 



[94] 



Pushing Your Business 

By T. D. MacGREGOR 

Covers the general subject in an instructive 
and interesting way, with many illustrations 
of good ads, suggestions and instructions which 
are both helpful and illuminating. 

Price $1.50 postpaid 

2000 Points for Financial 
Advertising 

By T. D. MacGREGOR 

Contains 2000 suggestions for the wording 
of bank and financial ads, bringing out vital 
p )iats in a clear and concise way. 

Price $1.75 postpaid 

Bank Advertising Plans 

By T. D, MacGREGOR 

Covers the subject of advertising from still 
another standpoint, illustrating aud describing 
plans other than newspaper advertising that 
have succeaJed in building up important 
institutions. 

Price $2.50 postpaid 



